Annual Development Programme (ADP) Strategy 2018-2019

Industries, Commerce & Investment Department

Introduction & Background

The Planning & Development Department, Government of the Punjab has introduced

a new planning framework that requires each department to produce an ADP strategy

paper. The Department of Industries, Commerce & Investment has extensively

engaged with all relevant stakeholders and have produced a holistic strategy paper.

The paper is based on the overall vision and objectives of the department.

Vision & Mission

The vision of the department is to:

encourage & promote industry including SMEs for sustainable growth, credit

facilitation including Micro Financing, facilitation in Trade, Investment & Business,

provision of state of the art Industrial infrastructure, availability of Skilled Manpower,

Consumer Protection and co-ordination in Price control.

The mission of the department is to:

create economic prosperity by reviving growth of manufacturing industries,

strengthening the competitiveness of Punjab’s business environment, promoting trade

by facilitating development of efficient export supply chain and investment climate that

helps catalyse private sector development, and addressing issues related to fair trade.

Objectives

To deliver against its vision and mission the department has set forth the following six

(6) key objectives:

1. Promotion of Industry & Investment in the Province

2. Creation of skilled manpower for industry

3. Advocacy and Implementation of Trade & Investment Policies of the Federal/

Provincial Governments

4. Liaison with Private Sector, Trade Bodies and Trade Associations

5. Conduct research and provide Technical Expertise to Private Sector

6. Regulate prices of essential commodities

Implementing Tools & Partners

The department realizes that it must play a lead role in the sector and ensure strong

coordination and guidance of all other partners to attain its stated objectives. The key

tools that the department has is that of policy, regulation and facilitation. The

department sees itself as crafter of private sector development policy, which includes

manufacturing as well as some areas of service industry. The department sees as its

main responsibility to set a fair and holistic policy in which industry can grow and

investment can increase in the province.

However, the implementation of these policies relies on several partners responsible

for delivery in the sector – the IC&I Sector. The IC&I Sector in addition to the

department includes:

1. Punjab Small Industries Corporation (PSIC)

2. Punjab Broad of Investment & Trade (PBIT)

3. Punjab Industrial Estates Management & Development Company (PIEDMC)

4. Faisalabad Industrial Estates Management & Development Company (FIEDMC)

5. Technical Education & Vocational Training Authority (TEVTA)

6. Punjab Vocational Training Council (PVTC)

7. Punjab Skills Development Fund (PSDF)

8. Punjab Board of technical Education

9. Investment Climate Reform Unit (ICRU)

10. Consumer protection Council (CPC)

11. Punjab Printing & Stationary Press

12. Punjab Model Bazaars Management Company (PMBMC)

ADP Strategy Summary

The department over the last six months has been engaged in developing the policy

regime for the I,C&I sector. Some of the key policies under development include; (i)

Industrial Policy; (ii) Land Lease Policy for the Industrial Estates; (iii) Industrial Estate

Development Policy. In addition, the department has been extensively engaged in

shaping up the industrial collaboration under the CPEC. This has involved work on

developing an investment policy that makes the province more attractive in

comparison to other regional economies and other provinces of the country. The

department has also enhanced engagements with local industries as represented

through chambers and trade bodies. The main drive here has been to identify key

areas that are hampering the ability of businesses to grow in the province. The ADP

Strategy for the department stems directly from the policies under development and

the feedback from our key stakeholders. The Strategy supports the following

outputs/strategic pillars:

1. Improving Punjab’s business and investment climate by strengthening its global

image and market presence, whilst offering state of the art industrial

infrastructure

2. Enhancing productivity, value-addition and making industry more adaptable to

technological up-gradation and formation of stronger clusters

3. Building the quality of Human Resource available to the industry

4. Offering soft and hard infrastructure for controlling prices and quality of key

commodities

5. Strengthening the coordination in the sector for better policy implementation

6. Streamlining regulations to make it easier for businesses to navigate them

7. Making finance more accessible to businesses

The department has identified relevant partners from the list above who share or lead

the responsibility of implementing projects under each of the above seven strategic

pillars. The roles and responsibilities identified clearly show where the department

must come up with projects/inputs and where it must coordinate for delivery. The

matrix provided overleaf provides detailed outputs, activities and proposed projects

that the department envisage to implement to attain its objectives.

_____________________________________________________________________

Annual Development Programme (ADP)Strategy Matrix 2018-2019

Industries, Commerce & Investment Department

Narrative Summary Key performance indicators Means of verification Costs Time Line Responsibility Assumptions

Goal:

A more competitive Punjab that can achieve a 8% growth p.a. and create a

minimum of 1 million jobs a year

1. Total GPP growth per quarter for the province in Pak Rupees and US$

2. New employment generated per quarter in numbers

3. Average growth of GPP over the next 5 years

1. Gross Provincial Product calculated by BOS

2. Number of new jobs created estimated by BOS

3. Change in employment figures estimated by BOS

4. Punjab Economic Report

5. Punjab Competitiveness Report

Cost of individual actions are proposed below in detailed activity list 1. Over 5 year period 1.PSD Core group comprising of IC&ID, PBIT, P&DD, TEVTA, PSIC, PIEDMC, FIEDMC,

PSDF, Model Bazaars Co.e, Consumer Protection Council 1. Provincial governments commitment to

private sector led growth 2. Ability of BOS enhanced to get accurate

estimates of GPP and employment 3. Macro-economic conditions remain

sufficiently stable to allow growth and development

4. Security conditions do not worsen further Purpose:

To create an enabling environment for private sector led growth by improving the

provision of sustainable industrial infrastructure, developing world class

business environment, competitive companies and productive people

1.Improved regulations and monitoring

2.Adequate quality and quantity of industrial infrastructure

3.Availability of trained workforce to respond to market demand

4.Improved investment climate

5.Better access to high value added domestic and export markets

1.Number of policy/legal changes made having direct impact on private sector facilitation

2.Number of critical infrastructure projects initiated

3.Number of trained workers in competency areas identified as needed by private sector;

number of trained worked able to obtain a job

4.Statistics on provincial per capita income and poverty numbers estimated by BOS and PERI

5.Improved rankings as per World Bank Investment Climate Assessment/ease of doing

business

6.Increase in Exports – BOS verified data

7.Value addition as percentage of total production – sector wise breakdown

8.Number of new market segments and new markets accessed

Cost of individual actions are proposed below in detailed activity list 1. Ongoing 1.P&D Department and Bureau of Statistics

2.Stakeholder departments including IC&ID Department, PBIT, TEVTA, PSIC, PCB,

PAMCO, ICRU, PIEDMC, FIEDMC, PIU-PSDP

1. Implementation of suggested time bound activities

2. Departments coordinate and are able to implement elements under leadership of C.M. office.

Outputs: 1. Punjab’s business & investment climate improved with global image and

market presence strengthened

1.Improvement in investment climate index (annual)

2.Number of changes made to improve cost of doing business indicators (annual)

3.Number of articles on Punjab appearing in international media (quarterly)

4.Number of investment events conducted (quarterly)

5.Amount (Pak Rupees and US$) of committed investment (quarterly)

6.Amount (Pak Rupees and US$) of realised investment (quarterly)

7.Number of changes in legal structure to facilitate working of unencumbered markets

8.Number of domestic markets / commercial centres notified

9.Number of international ‘Punjab Pavilion’ attended

10.Number of agencies with international credibility providing quality testing and

certification facilities

1.World Bank published reports

2.World Bank published reports

3.Newspaper clippings and international media recordings

4.Coverage and outcomes of events

5.MOUs/Agreements and letters of intent signed

6.Actual projects initiated (commitments and realized)

7.Notifications issued by local governments

8.Reports and coverage on international trade events attended

9.List produced of all entities detailing their credentials

Costs are listed as per inputs/activities stated below 1.Every 12 months

2.Every 12 months

3.Every 6 months for all other indicators

1.PBIT, IC&ID, P&D Department and Bureau of Statistics

2.IC&ID, PBIT, BOS

3.PBIT and IC&ID for all other indicators

4.ICRU, PERI

1. Resources made available to PBIT and IC&ID

2. Federal policies conducive to private investment

3. Governments commitment to continue to support PSD policy

4. Global market improvement 5. Private sector willing to invest and comply 6. International laboratories willing to work

with local partners 7. Equity markets and financial sector

policies are conducive to private investment

8. Punjab private sector can tap into emerging market investors

2. Production, Value-addition and adaptability to technological change capability

of the Private Sector enhanced

1.Develop a productivity and value addition index of all key sector in Punjab

2.Value addition as a percentage of total output

1.Development of an index

2.Production of statistics

Costs are listed as per inputs/activities stated below – The United Kingdom

Department of Trade & Investment has a ‘value addition’ score card. The same

1.12 months for first statistic to be produced

2.Repeated at the frequency of CMI data 1.BOS & PERI to work on the development of the statistic with IC&ID’s Intelligence Unit,

IC&ID to coordinate

1. Resource availability 2. Creation of the Intelligence Unit

template can be replicated by Punjab. 2.The census of manufacturing industries data can be used to create this index. 3. Assumes cluster initiatives not based on protectionism and subsidies but on removing public sector bottlenecks, providing public goods or correcting market failures

3.Quality of the Human Resource improved

1.Increase in employment

2.Increase on export of skilled labour from Punjab

3.Number of international certifications

4.Effective user feedback

1. Statistics produced

2. Feedback reports produced

Costs are listed as per inputs/activities stated below 1. Statistics produced quarterly 1. BOS & PERI to work with the Intelligence Unit and coordinate with TEVTA, PSDF and

IC&ID. 1. Ability of BOS and PERI to collect reliable

data and statistics 2. Creation of ICI&D Intelligence Unit

3. Willingness and resource availability to TEVTA to upgrade the training and skills base of Punjab

4.Implementation of the strategic and policy actions strengthened 1.Number of meetings held of the PSD Core group to review implementation

2.Number of actions implemented on schedule

1. Meeting minutes and reports produced by department Costs are listed as per inputs/activities stated below 1.Every three months

1.IC&ID to coordinate meetings 1. All participants showing ownership of strategy implementation actions and willing to coordinate with IC&ID

2. Resources being made available to line departments for implementing strategic actions

Actions to Achieve

1. Punjab’s business & investment climate improved with global image and market presence strengthened SDG 17. Target 17.11 (17.11.1)

SDG 9. Target 9.5 (9.5.1), 9.b (9.b.1)

SDG 10. Target 10.b (10.b.1) 1.1 Publish the 1st Sub-National Cost of Doing of Business report 1. Survey report launched and widely disseminated

1. Verification by World Bank

2. Minutes of meeting and membership details

3. World Bank launch ceremony, presentation of results

Minimal

1. By 30.06.2018 IC&ID to facilitate ICRU

1. No delay in World Banks team arrival due

to security concerns

1.2 Develop domestic and international PR/media/mindset initiative in which every

initiative is publicized and explained in local language locally, in local leadership

forums and in global forums: For e.g.: Develop a short article for international

media to communicate the commitment of Punjab of improving its business

climate

1. Articles written

1. Articles published Publishing costs 1. Ongoing

PBIT to take lead supported by IC&ID

1. World Bank survey completed on time

1.3 Develop a common logo to brand Punjab, “Punjab means business” has been

developed, should take it forward

1. Brain storming sessions held to agree to finalize a branding strategy 1. Outcomes of the sessions, and agreement and approval of the logo by competent authority

1. Professional costs may be involved but not significant

1. By 31.12.2018

PBIT to take lead & IC&ID to coordinate

1. Timely input from each stakeholder and

assumption to reach concuss quickly

1.4 Develop short/effective publicity material, documentary and information

leaflets for commercial engagements

1. Number of publicity materials

2. Coverage in promotional DVD and quality of DVD

3. Quality of information on investment and trade options

1. Material developed, approved by competent authority and finalised

1. DVD Rs 0.5 Million

2. Publicity material Rs 10/30 Million depending on requirement, quality and scale

1. Update regularly

PBIT to take lead supported by IC&ID

1. Timely collation of information from all

sectors etc and agreement on materials /

success stories to be presented

1.5 Develop an interactive website with user login facility, information on

investments, government PPPs etc.

1. Number of Log Ins created

2. Number of hits on the website

1. Website operational and verified data on activity by web host

1. Web site development Rs 0.5 Million

2. IT Board/Department can host the website through Punjab Portal

1. Ongoing

PBIT to take lead

1. Timely availability and agreement on the

information to be hosted on the website

3. Feedback on website content

4. Frequency of Information update

1.6 Invite international journalists to witness situation and write balanced reports

on Punjab

1. Number of articles developed

1. Publications

1. One week visit of reputable international journalist can cost up to US$10,000

including travel 1. A minimum of 1 visit by 31.12.2018 – then 1 visit and report every 3 to 6 months

IC&ID to talk to various organizations like USAID, DIFID

1. International journalists willing to come to

Punjab

1.7 Represent Punjab as a ‘common pavilion’ at international events for example

UK Trade & Investment conference

1. Identification of number of forums where Punjab can be represented

2. Number of conferences attended

3. Number of effective contacts established

4. Follow up on contacts established

1. Conference reports

2. Feedback reports

3. Follow up notes/reports, letters, delegations arranged

1. One Common Pavilion at international event will cost in the region of US$100-150K

– Provinces to request financial support from EDF

1. 1 conference/event to be attended by 31.12.2018, then 1 event every 9-12 months

IC&ID & PBIT and also coordinate with TDAP. CEO PBIT should be made part of TDAP Board

1. Relevant events planned and availability of

space for Punjab to attend

1.8 Host international events / conferences and trade shows in Punjab; Make

ISBOP an annual event

1. Identification of priority areas

2. Number of events

3. Feedback and follow up with contacts established

1. Event reports and proceedings

2. Follow up notes, letters etc.

1. Cost of one event with International invitees will between $50-150K

1. 1 event every 9-12 months

IC&ID & PBIT and also to coordinate with TDAP

1. Identification and willingness of

international invitees to attend the event

1.9 Develop linkages with alumni of local universities based in foreign markets

(and Pakistani Diaspora and Diaspora organizations like OPEN and the emerging

American-Pakistan Foundation)

1. Developing linkages with local universities

2. Number of universities agreed to coordinate in this effort

3. Number of students /alumni identified

4. Number of students / alumni engaged in different activities i.e. in international events,

developing contacts through commercial consulates etc.

1. Feedback and correspondence

1. Some stipend costs to engage students

1. Ongoing

PBIT and ICRU

1. Universities and alumni being interested in

working with the provincial government

1.91 Arrange high level delegations/visits with a targeted agenda and all

homework done in advance

1. Number of concrete agreements signed

2. Number of agreements realized resulting in tangible activity; absolute value of projects

agreed; absolute value of projects launched; absolute value of investment brought in by

private sector partners

3. Comparative index of total visits and actual projects realised on ground to measure

success

1. Tour reports

2. Signed agreements

3. Follow up notes / correspondence

4. Published reports of actual activity

1. One high level visit will cost in between US$40-50K 1. 1 visit every 6 to 9 months

IC&ID / PBIT in coordination with other departments 1. Availability of senior leadership in both

regions and identification of priority projects

International Markets SDG 17. Target 17.11 (17.11.1)

SDG 9. Target 9.5 (9.5.1), 9.b (9.b.1) 1.92 Establish direct relation with foreign economies to conduct provincial level

diplomacy on trade and market access 1. Number of contacts made with foreign economies

2. Market access points developed

3. Increase in Exports

4. Exports into new markets

1. Published reports

2. Trade statistics

Part of PBIT running costs

1. First report on country level trade and investment reports to be produced by

31/12/2018

1. PBIT supported by IC&ID as required

2. Close coordination with TDAP and MOC

1. Ability of PBIT to attract suitable

professional staff to act as sub-national trade

diplomats

1.93 Evaluate effectiveness of existing FTA’s and PTA’s

1. Comparative index of facilities made available under FTA’s and PTA’s and impact on

trade

2. Number of businesses aware of the provisions under FTA’s & PTA’s using a survey

approach

1. Published data

2. Survey results

Survey cost Rs.1-2 Million

1. Do initial survey by 31.12.2018

IC&ID in coordination with MOC

1. Availability of data

2. MOC will to coordinate feedback with

provincial government

1.94 Conduct sector based market surveys, consumer feedback and future market

information

1. Number of surveys

2. Number of market intelligence reports

3. Number of businesses using these reports

1. Survey results

2. Record of businesses using the information

Part of PBIT running and management cost. Specific International surveys around Rs

5 Million

1. Sector head at PBIT to collate initial information and requirements by 31.12.2018

BOS and PERI with the Intelligence Unit

1. Availability of requisite data

2. Creation of the Intelligence Unit

1.95 Cost sharing with private sector to enable them to develop consistent

presence at important trade shows

1. Number of trade shows sponsored

2. Criteria developed and applied for firms seeking to participate in trade shows

2. Number of businesses supported and that have attended met criteria, agreed to “seal”

program and attended trade shows

3. Impact on exports

1. Published data

2. Trade show records and attendance

Will depend on the level of support promised by the Government. It is recommended

that IC&ID should develop a project under their ADP with a clear mechanism to

support private sector

1. concept to be developed by 31.12.2018

IC&ID, PBIT working with private sector subsectors and TDAP

1. Resources being made available and

commitment of the government

2. Development of a transparent system

1.96 Inform stakeholders about international trade legislations and changing

requirements

1. Number of issues reported

2. Contacts with federal government made

1. Newsletters, minutes of meetings etc

Existing budget of WTO Cell in IC&ID

1. 1st newsletter to be produced by 31.12.2018

WTO cell in IC&ID

1. WTO cell fully functional under IC&ID

1.97 Awareness on quality and standards for domestic consumer – develop

quality marks 1. Number of registered domestic quality marks/seals

2. Number of awareness events 1. Record register

2. Event reports

Rs 500,000 per workshop/seminar

1. 1st workshop by 31.12.2018

2. Concept development on local quality marks by 31.12.2018

3. Action plan by 31.03.2019

IC&ID and local government bodies

1. Acceptance of domestic consumer to pay

for quality products

1.98 Conduct analysis of domestic commerce, potential and gaps with a strong

focus on retail and wholesale markets; Domestic Commerce Strategy 1. Development of technical assistance

1. Approval of TORs, commission study etc

Cost of study around Rs 10 million

1. Concept development by 31.10.2018, PDWP approval by 31.12.2018, Consultants

engaged by 31.03.2019 – 4 months completion

2. Alternatively DFID TAMA can be asked to support this policy study on retail and

wholesale sectors

IC&ID

1.99 Local events to promote domestic commerce: District based trade fairs 1. Number of events

2. Number of businesses attended

3. Feedback on events

1. Events coverage and reports

Small events /festivals to promote small and micro businesses – Rs 2-3 Million 1. Hold 1 event by 31.09.18 and then on 6 month rolling basis IC&ID and local government bodies and Chambers (PCCCC) 1. Resource and capacity availability at IC&ID

Activities to Achieve:

2. Production, Value-addition and adaptability to technological change capability of the Private Sector enhanced SDG 8. Target 8.2 (8.2.1), 8.3 (8.3.1), 8.6 (8.6.1)

SDG 9. Target 9.2 (9.2.1, 9.2.2), 9.5 (9.5.1), 9.b (9.b.1) 2.1 Establish Model training institutes

1. level of certification awarded

2. Number of graduates

3. Absorption of trained graduates

4. Skills matching and in factory training options developed

1. Data on quality of output and absorption rate

2. International certifications and accreditations

1. Around Rs50Million (Technical Assistance can cost ca, USD 500,000 per sector)

1. Establish one model training centre by 30.12.2018. The sector recommended is

construction.

TEVTA to take lead supported by IC&ID, PBIT, PIE 1. PIE is willing to offer free land to TEVTA in

their industrial estate to establish a model

training centre. The training centre will offer

competency based training in construction

sector as certified and programmed by UK

City & Guilds

2.2 Declare all existing industrial clusters as industrial corridors and provided

with one window facilitation

1. Number of clusters covered under the initiative

1. Notifications

1. PIE or PSIC managed

1. Declare all clusters around Lahore as industrial corridors (Wazirabad, Sheikhupura,

Kana, Muridke etc.)

PIE and PSIC to coordinate and provide one window facilitation

1. Government support

2.3 Intelligence Unit 1. Involvement of chambers in creating a strong information value chain

2. Collection of Data

3. Producing regular sector-based reports

4.Evaluating effectiveness of current policies and strategies

1. Published and verified data reports

Under IC&ID Project 1. To be launched by 31.12.2018 IC&ID, BOS, PERO, A well-reputed University with an active think tank 1. Coordination and availability of data with

chambers

2. Improved data collection by BOS

2.4 Finalize a comprehensive industrial policy for Punjab To be launched by 31.12.2018 ICI&D

PSIC SDG 8. Target 8.2 (8.2.1), 8.3 (8.3.1)

SDG 9. Target 9.2 (9.2.1, 9.2.2), 9.3 (9.3.1, 9.3.2), 9.b (9.b.1)

A: Ensure access to viable finance by re-evaluating its current loan portfolio and

developing cluster-based specific lending programmes

B: Explore the viability of expanding access to finance through the setting up of

a credit scoring bureau and a PE/VC

C: Continue the Cluster Development Initiative to assist in the articulation of

value chains and develop cluster competitiveness programmes

D: Strengthen and deepen PSIC’s census of the small and cottage sector to

provide better data and analysis for SME policy formulation

E: Develop specific programmes for supporting traditional artisans of Punjab

1. Assets of credit portfolio rationalised

2. Number of targeted lending programmes developed

1.Both studies conducted and report published

1. Number of initiatives designed

2. Number of initiatives implemented and their productivity impact

1. Number of organisations and businesses covered in the census

2. Frequency of the census

3. Policy initiatives recommended

1. Number of crafts identified and programmes developed

1. Official records

1. Study reports

1. Reports and official records

1. Official records

1. Government to provide seed money

1. Development budget of PSIC

1. PPP – private sector led management model with PSIC having a clear exit strategy

1. PSIC’s budget for census reports

Next 6 months

1. Next 6 months

Work with footwear sector and jewellery cluster ay Suha Bazaar to upgrade clusters

1. Develop a small footwear park in the next 8-12 months

1. Next 12 months

PSIC

1. Studies conducted by PSIC with the support of IC&IC+D

PSIC in coordination with IC&ID

1. Coordinate with IC&ID, private sector and PIE

1. Coordinate with IC&ID for policy formulation

1. Resource availability and ability of PSIC to

change

1. Resource availability and intent of the

private sector to support initiatives

1. Need based estates are developed to

ensure high occupancy

1. Census produced

2. Policy documents produced

1. Official records and reports

1. PSIC’s development budget

Ongoing – initially work with one craft to develop model programmes, Suha Bazaar

‘art of jewellery making’ can be worked on in the first year; Work with German Experts

to train Master trainers for jewellery training centres at Suha Bazaar

1. Coordination with TEVTA

1. Budget and information availability

1. Budget and information availability

Activities to Achieve:

3. Quality of the Human Resource improved SDG 8. Target 8.2 (8.2.1), 8.3 (8.3.1), 8.6 (8.6.1)

SDG 9. Target 9.2 (9.2.1, 9.2.2), 9.3 (9.3.1, 9.3.2)

SDG 4. Target 4.3 (4.3.1), 4.4 (4.4.1), 4.5 (4.5.1) 3.1 TEVTA will enhance the quality of its training by enhancing capacity of its

master trainers 1. Number of Master trainers trained

2. Certifications of the master trainers 1. Official records TEVTA’s budget – estimated cost of the two projects listed in next column is around

Rs 10 million each 1. Work with footwear sector to train its master trainers at the Institute of leather

technology Gujranwala working in partnership with Northampton University

TEVTA and international partners 1. Willingness of internationals to come to

Pakistan

3.2 Upgrade the training equipment and machinery at demonstration training

sectors 1. Number of centres upgraded 1. Official records Variable TEVTA 1. Resource Availability

3.3 TEVTA will develop international linkages to get its courses accredited by

internationally recognised authorities 1. Number of certifications 1. MOUS’s and official agreements One course certification can cost up to US$ 10-12,000 . City & Guilds certified hospitality sector courses launched and will extend it to other

sectors

TEVTA 1. Ability of TEVTA to meet City & Guild

standards

3.4 TEVTA will develop a formal feedback system from private sector to evaluate

performance of its training 1. Number of private sector feedback sessions

2. Number of initiatives to improve governance and monitoring of TEVTA’s training

programmes

1. Official meeting minutes and records A model governance system covering 5-10 institutes will cost around Rs. 10 Million 1. Established Skilled Labour Marker Information System (SLMIS) for facilitation of its

graduate and industry

TEVTA 1. Availability of technical resource locally

3.5 Establish cluster specific centres of excellence 1. Number of excellence centres developed

2. Performance audit of these centres 1. Centres made operational 1. Upgrading one centre can cost up to Rs 50 Million – cost must be project specific 1. TEVTA to develop a model training centre for the construction industry TEVTA and PIE. PIE has agreed to provide free of cost land in one of its industrial estates for

TEVAT to establish the training centre 1. Continued support and relationship

between TEVTA and PIE 3.6 Create one window hub for new entrepreneurs 1. information hub created 1. Official records of establishment 1. Minimal 1. 30.12.18 IC&ID using the CODB survey will create a stop information hub to provide all information

necessary to start a business 1. Availability of CODB data

3.7 Establish a revolving fund to support creation of micro-entrepreneurs 1. Fund established 1. Official records 1. Seed money for the fund can be sourced from US AID. 1. Over next 8-12 months 1. IC&ID and TEVTA to coordinate, TEVTA will provide technical training and small funds to 1. Resource availability and capacity of IC&ID

buy tools etc and IC&ID will provide basic training and information on entrepreneurship

2. TEVTA is extending interest free loans to its graduates through AKHUWAT

and TEVTA to work on entrepreneurship

3.8 Encourage entrepreneurship in the cash rich sector 1. Training course developed

2. Number of new entrepreneurs created 1. Official records 1. IC&ID Budget – Rs2/3 million for study and setup 1. Initiate immediately IC&ID 1. Willingness of private sector to move

assets from non-productive to more

productive sectors

Activities to Achieve:

4.Implementation of the strategic and policy actions strengthened SDG 9. Target 9.2, 9.5 (9.5.1), 9.b (9.b.1)

SDG 17. Target 17.11 (17.11.1) 4.1 Restructure/build capacity of BOS & PERI to act as core/effective statistical

agency of the provincial government

1. Number of interventions suggested

2. Production of GPP and employment statistic for Punjab

3. Institutionalisation of COB Survey

1. Notification on changes and changes implemented

2. Published reports

Restructuring cost needs to be estimated

1. First production of provincial statistics by 31.03.2019

P&D, BOS, PERI& Intelligence Unit

1. Identification of sector specific private

sector champions

4.2 Establishment of Public Private Dialogue Platform – Extend ICRU’s PPD role

to bring in:

1. Sector specific private sector dialogue

2. CPEC specific dialogue with the private sector

1. Number of meetings

2. Diversity of stakeholders involved

3. Communication strategy

1. Minutes of meetings and outcomes

N/A

1. Ongoing – sector by sector

IC&ID in collaboration with ICRU 1. Timecommitments of departments and

resistance to change

4.3

Coordination between provincial departments and entities

1. Number of discussions and brain storming sessions across departments

1. Minutes and documented outcomes of the meetings

N/A

1. Ongoing

1. IC&ID and ICRU to coordinate

1. Time commitments of departments and

resistance to share information

4.7 Coordination with federal government and entities

1. Number of discussions and number of issues identified of common interest

1. Official notification

N/A

1. Ongoing

1. IC&ID and ICRU to coordinate

1. Good relation between provincial and

federal government

Activities to Achieve: 5. Regulations streamlined and implementation strengthened SDG 9 Target 9.2

5.1 Conduct a

thorough

study to

identify all

laws and

regulations

that apply to

industries and

streamline

them in an

easy to

navigate

manual

1. Study conducted to identify and map out all existing laws and regulations

2. Key constrains identified

3. Relevant change making authorities identified

4. Cases moved to all said authorities

5. Concise guidebook of streamlined regulations published and distributed

1. Activity log

2. Minutes of meetings and outcomes

3. Report of study conducted and key findings

4. Notification of cases moved to change constricting regulations

5. Published guidebook of streamlined regulations

1. Cost of study estimated around Rs. 15 million 1. Activity completed over 12 months

2. Study completed by Nov 2018 1. ICRU supported by IC&ID 1. Resistance to change regulations by all

applicable authorities

2. Political opposition to proposed

amendments

5.2 Establish

an industrial

regulatory

authority

(IRAP)

1. IRAP established

2. Role of all authorities defined and capacities enhanced

3. Redundant authorities scrapped

N/A 1. Cost to be

estimated 1. Ongoing 1. ICI&D to take the

lead 1. Resistance by existing authorities and line

departments

The Annual Development Programme (ADP) for 2018-2019 is inclusive of the following projects which are in compliance

with the Industries, Commerce & Investment Department’s ADP strategy:

1. PSIC • Development Projects • Chief Minister’s Self-Employment Schemes (CMSES)

2. PIEDMIC

• Land acquisition for Development of Industrial Estate adjacent to Quaid-e –Azam Apparel Park, M-2, Sheikhupura under CPEC SEZ

• Establishment of CETP at Quaid-e–Azam Industrial Estate, Lahore • Establishment of CETP at Sunder Industrial Estate, Lahore

3. FIEDMIC

• Land acquisition for Development of Allama Iqbal Industrial Estate, M-3, Faisalabad under CPEC SEZ • Establishment of CETP at M-3 Industrial City, Faisalabad

4. DGIPWM • Upgradation and Modernization of District Offices of IPWM

5. TEVTA • Development Projects

6. SPU • Establishment of Industrial Intelligence Unite for Punjab • Pakistan- Foundations for E-commerce in Punjab • Establishment of Women Resource Center and Incubators- Woman Chamber of Commerce & Industry

Lahore Division (WCCI) • WTO Capacity Building

7. PIU • University of Technology Rasul • Punjab Tianjin University of Technology (PTUT), Lahore • Punjab Skill Development Project (TEVTA & PSDF)

8. PBIT • Development Projects